Contenu connexe Similaire à 2010aug Capgemini Group Presentation Similaire à 2010aug Capgemini Group Presentation (20) 2. Contents Company Overview Delivery & Innovation Appendix H1 2010 results Full Year 2009 key figures Governance History 2 August 2010 © 2010 Capgemini. All rights reserved. 4. Our Mission and Vision Our Mission: enabling transformation Capgemini enables its clients to transformand perform through technologies. Our Vision: enabling freedom Capgemini will lead by providing its clientswith insights and capabilities that boosttheir freedom to achieve superior results. 4 August 2010 © 2010 Capgemini. All rights reserved. 5. A strong Group (2009 full year) “Cap Gemini S.A.” is a member of the CAC40, listed in Paris ISIN code: FR0000125338 Revenue 2009: €8,371 million Operating margin:€595 million Operating profit: €333 million Profit for the period: €178million Net cash: €1,269 million Note: Our brand name is “Capgemini” but the name of our share on the stock exchange is“Cap Gemini S.A.” Revenue by discipline Revenue by industry Energy, Utilities & Chemicals Consulting Services Manufacturing,Retail & Distribution Local ProfessionalServices 13.0% 6.7% 16.9% 27.5% Financial Services 16.5% 40.0% 36.4% 6.9% 28.1% Other 8.0% Technology Services Public Sector Telecom, Media& Entertainment Outsourcing Services 5 August 2010 © 2010 Capgemini. All rights reserved. 6. A strong presence…in more than 30 countries Russia Canada All over Europe United States People’s Republic of China Hong Kong Mexico India Guatemala Singapore Brazil Chile Australia Argentina Group Workforce:95,586 Working offshore: 32,869 as of June 30, 2010 Morocco North America:8,264 Nordic Countries: 3,799 UK & Ireland: 8,221 Central Europe: 7,862 France: 19,623 Latin America: 2,076 Benelux: 10,718 Iberia: 4,805 India: 25,975 Asia Pacific: 2,444 Italy: 1,544 Morocco: 255 Group Headquarters: Paris, France 6 August 2010 © 2010 Capgemini. All rights reserved. 7. Integrated services We offer integrated services across four professional disciplines of expertise ranging from strategy development to IT systems maintenance. By combining its skills, the Group’s four main professional disciplines offer Capgemini’s clients integrated transformation services. Helping our clients identify, structure and execute transformation projects that will have lasting effects on their growth and competitiveness. Designing, developing and implementing an array of technical projects for systems integration and IT application development. Assisting our clients in the total or partial outsourcing of their IT systems. Supplying IT services that are suited to local needs (infrastructures, applications, engineering, operating). We offer specific solutions across six sectors by combining our areas of expertise Consumer Products, Retail & Distribution Financial Services Public Sector Manufacturing Telecom, Media & Entertainment Energy, Utilities & Chemicals © 2010 Capgemini. All rights reserved. 7 August 2010 8. Dedicated to delivering a wide range of services Consulting Services Local ProfessionalServices 6.7% 16.9% 40.0% 36.4% Technology Services Outsourcing Services % of global 2009 Revenue 8 August 2010 © 2010 Capgemini. All rights reserved. 10. Strong progress to evolve industry solution portfolio: Smart energy analytics, FS credit risk, Media IP rights management, Public security ID management 12. Two offers to push in H2: BPOS with Microsoft and Immediate, our e-business Platform 15. The FORTUM win and SKVADERacquisition positioning Capgemini as a market leader in managed business services for Smart Energy Services 19. We are unique and different in the market Technology Agnostic From Strategy to Execution Truly Multicultural Innovation for Economic Value Advanced Global Delivery Model Collaborative Business ExperienceTM End-to-End Offerings Size, Speed and Complexity Capgemini is the global leader in developing closer, more effective, trust-based relationships that deliver better, faster and more sustainable results. 12 August 2010 © 2010 Capgemini. All rights reserved. 23. Truly multicultural American? European? Indian? We prefer to call ourselves world citizens 16 August 2010 © 2010 Capgemini. All rights reserved. 24. Our promise Transcending the traditional client-consultant paradigm Help our clients achieve better, faster, more sustainable results We are a natural leader in developing closer, more effective, trust-based relationships We call this the Collaborative Business ExperienceTM. It boosts flexibility, agility, and creativity – all essential for your business to perform. 17 August 2010 © 2010 Capgemini. All rights reserved. 25. The seven pillars of the Groupsince its foundation They are the foundation of our future They define who we are They are the product of our history They define how we behave © 2010 Capgemini. All rights reserved. 18 August 2010 26. Corporate Responsibility& Sustainability at Capgemini The principles of Corporate Responsibility (CR) & Sustainability are reflected throughout Capgemini’s long-standing business practices. Since 2003, the Group has formalized its CR & Sustainability strategy under the responsibility of Senior Management and in coordination with the Group’s General Secretary. In 2007 this strategy was added to the remit of the Ethics and Governance Committee of the Board of Cap Gemini S.A. We are members of thethe UN Global Compact. The member companies of this program support and respect ten principles relating to human rights, the environment, labor rights, and anti-corruption. We also signed up to the UN Global Compact’s ‘Caring for Climate’ initiative. The Group respects local laws and customs while supporting international laws and regulations, in particular the International Labor Organization fundamental conventions on labor standards. 19 August 2010 © 2010 Capgemini. All rights reserved. 27. Our approach and commitment – Six Strategic Pillars Capgemini is committed to responsible and sustainable business practices which deliver value to our stakeholders. CR & Sustainability priorities are based around six pillars: 20 August 2010 © 2010 Capgemini. All rights reserved. 34. Explicit risk sharingOur Project ManagementPlatform: OurConsistent Methods: Deliver Our Delivery Centers Our Rightshore® Model Rightshore® is a trademark belonging to Capgemini 22 August 2010 © 2010 Capgemini. All rights reserved. 38. Improve quality - With end-to-endCMMi and ISO 9001/ISO 9001-2000 certification and also ISO 20000-1:2005 (AM & IM) certification in India 40. Improve predictability - Work done the same way everywhere.Our Global Distributed Delivery refers to engagements delivered using multiple widely distributed teams for various parts of the delivery lifecycle. Specifically this distribution is assumed to incorporate a Front Office (normally the prime contractor in the delivery), and a Back Office such as a near-shore or offshore facility. Rightshore® relies on a network of industrialized centers.This is a unique option for clients who want to balance on-site work with near-shore and offshore capabilities. Rightshore® means having the right resource, at the right place, at the right time for a reduced Total Cost of Ownership. Rightshore® is a trademark belonging to Capgemini 23 August 2010 © 2010 Capgemini. All rights reserved. 41. Rightshore®is a network of industrialized centers custom made for you to add value by using resources more effectively Rightshore® combines global talent from the right balance of locations to work together with our clients as one team. The optimum solution for your business needs Cost Reductions of up to 40% on IT costs Innovation to transform your business Competitive Advantage with latest technology to improve quality in delivery Growth with solutions that expand your business Streamlined Processes to improve productivity and reduce costs Rightshore® gives you the right resource,at the right place, and at the right time Rightshore® is a trademark belonging to Capgemini © 2010 Capgemini. All rights reserved. 24 August 2010 42. We get the right balance to ensure the creation of optimum solutions We address your specific needs for cost Reduction Cost sensitivity Corporate socialresponsibility Availability of talent 4 4 Need forinnovation 1 Project size 4 3 1 Location dependency 4 Complexity 1 4 5 Strategic importance We focus on growth and innovation for a sustainable competitive advantage We combine quality, efficiency, talent and collaboration in a scalable approach Time to market Overall duration You and your projects both have unique priorities: Rightshore® gets the balance right Rightshore® is a trademark belonging to Capgemini © 2010 Capgemini. All rights reserved. 25 August 2010 49. Pune: Banking Morocco Casablanca Chile Santiago Australia Adelaide Argentina Buenos Aires Rightshore® is a trademark belonging to Capgemini 26 August 2010 © 2010 Capgemini. All rights reserved. 50. Our Global Delivery Model gives usa definitive edge over the competition Key Differentiators Our strengths Distributed Delivery Framework: We are small enough to care and big enough to deliver! The Distributed Delivery Framework (DDF) ensures that the delivery model does not have gaps when it is stretched across geographies and cultures. This framework can integrate client specific processes and elicit client participation in solution evolution. This framework is geared for meeting challenges arising in multi-vendor engagements. End-to-end Collaborative Business ExperienceTM: Our Collaborative approach to business ensures client participation in every phase of solution evolution. It also ensures that the Back Office is no longer a black box for them. They regularly interact with the entire engagement team which ensures the solution approach is driven by them. Leadership and approach: Communities across Front and Back Offices have high level of trust, respect and competency. This ensures high operational effectiveness and legitimacy. Our community development approach is “end to end” and covers engagement managers, software engineers, architects,infrastructure engineers. Large and complex projects: Our Rightshore® network and DDF enable us to meet our different skill and process requirements while extending the clock. The robust risk management and value maximization processes ensure there are no last minute surprises and we are able to meet client expectations. Some of the engagements we have managed are of size (cost terms) bigger than the annual revenues of pure players. Our people: We are able to recruit the “right” talent in the right place,which is why we are perceived as a global company, rather than French, American or Indian. The experience of our people is above average. Relationship and accountability: Our Front Offices have a sound understanding of the local environment. They are uniquely positioned for designing the Right Solution. They always remain accountable to the client while the Back Office is responsible for delivery. Proximity and cultural similarities make them better placed for forming a long-term relationship with the client. End-to-end offering: Our service portfolio covers the entire spectrum from Consulting to Outsourcing, from the functional to the technical. For the client, this means seamless management of engagements. We have deep sector expertise in industries like Public, Telecom, Automotive, Financial Services and Energy, Utilities & Chemicals. Rightshore® is a trademark belonging to Capgemini 27 August 2010 © 2010 Capgemini. All rights reserved. 51. We measure every client's satisfaction Our client relationship management process, known as OTACE Reporting(On Time and At/Above Client Expectations) is a key factor underpinning our strong client relationships. OTACE Steps Determine OTACE Participants Set Expectations Analyze / Take Action Measure Client Satisfaction OTACE results(as of 31.12.09) >4,000engagements tracked 85%delivered on time 87%delivered above or To client expectations Average client satisfaction = 4.02 / 5 28 August 2010 © 2010 Capgemini. All rights reserved. 53. Rapid Design and VisualizationApplications design accelerator that relies on User Centered best practices and rapid simulation environments.29 August 2010 © 2010 Capgemini. All rights reserved. 55. Clinical Data Transformation for Life SciencesAn ‘industrialized solution’, clearly driven by needs of the business, to transform both business processes and IT delivering tools to automate the solution (removing multiple hand-offs and manual processing) and eliminating data redundancies and risk.30 August 2010 © 2010 Capgemini. All rights reserved. 56. Passionate for innovation (cont'd) TechnoVision:Capgemini responds to the demand and expectations of its clients: tell us how you see technology evolving and how it relates to business drivers. Where should we invest and what is the best IT strategy for our business? TechnoVision provides: A high level inventory of anticipated information technology developments Future business drivers for global sectors and the evaluation of the innovation’s potential impact A direction for Capgemini to develop its capabilities to support its clients' future needs TechnoVision also helps clientsbetter use technology in the downturn 31 August 2010 © 2010 Capgemini. All rights reserved. 59. Consulting Services Local Professional Services 6.4% 16.7% 41.2% 35.7% Technology Services Outsourcing Services H1 2010 Revenues by Discipline © 2010 Capgemini. All rights reserved. 34 August 2010 60. H1 Revenues by Discipline H1 2010 Consulting Services Consulting Services Local Professional Services Local Professional Services Outsourcing Services Outsourcing Services Technology Services TechnologyServices H1 2009 At constant rates and perimeter © 2010 Capgemini. All rights reserved. 35 August 2010 61. H1 2010 Revenues by Main Geography NorthAmerica Rest of Europe, Asia& Latin America 20.4% 19.1% 23.3% 21.9% France 15.3% UK & Ireland Benelux © 2010 Capgemini. All rights reserved. 36 August 2010 62. H1 Revenues by Geography H1 2010 Asia Pacific Southern Europe & Latin America North America Asia Pacific Southern Europe & Latin America France North America France Germany & Central Europe UK & Ireland UK & Ireland Nordic Germany & Central Europe Benelux H1 2009 Nordic Benelux At constant rates and perimeter © 2010 Capgemini. All rights reserved. 37 August 2010 63. Energy, Utilities& Chemicals Manufacturing, Retail& Distribution 11.1% Financial Services 27.8% 17.1% 8.2% 8.2% Telecom, Media & Entertainment 27.6% Others Public Sector H1 2010 Revenues and Bookings by Sector At budget rates © 2010 Capgemini. All rights reserved. 38 August 2010 64. H1 2010 Energy, Utilities& Chemicals Energy, Utilities & Chemicals Manufacturing, Retail & Distribution H1 Revenues by Sector Manufacturing, Retail& Distribution 11.1% 13.2% Financial Services 26.8% Financial Services 27.8% 17.1% 16.0% Telecom, Media & Entertainment 8.2% 8.2% 7.1% 8.2% Telecom, Media & Entertainment 28.7% 27.6% Others Others Public Sector Public Sector H1 2009 At constant rates and perimeter © 2010 Capgemini. All rights reserved. 39 August 2010 65. Headcount Evolution 68% Offshore (*) out of which 7 740 in India 1 466 in other offshore locations (**) out of which 197 for IBX 696 for SSS © 2010 Capgemini. All rights reserved. 40 August 2010 68. Consulting Services FY 2009 Local Professional Services 7.4% Consulting Services 17.5% Local Professional Services 40.8% 34.3% 6.7% 16.9% Outsourcing Services Technology Services 40.0% 36.4% FY 2008 Outsourcing Services Technology Services At constant rates and perimeter Full year revenues by Discipline August 2010 43 © 2010 Capgemini. All rights reserved. 69. Full year revenues by Sector Energy, Utilities & Chemicals FY 2009 Manufacturing, Retail & Distribution 13.5% 27.6% Financial Services Energy, Utilities & Chemicals Manufacturing, Retail & Distribution 18.2% 9.5% 13.0% Telecom, Media & Entertainment 6.9% 24.3% 27.5% Financial Services Other 16.5% 8.0% Public Sector 6.9% Telecom, Media & Entertainment 28.1% Other FY 2008 Public Sector At constant rates and perimeter 44 August 2010 © 2010 Capgemini. All rights reserved. 70. Full year revenues by Geography Asia Pacific Southern Europe & Latin America North America FY 2009 France Southern Europe & Latin America Asia Pacific North America France UK & Ireland Germany & Central Europe Nordic Countries Benelux Germany & Central Europe FY 2008 UK & Ireland Nordic Countries At constant rates and perimeter Benelux 45 August 2010 © 2010 Capgemini. All rights reserved. 71. Headcount Evolution (Full Year) 60% Offshore (*) of which 5 762 in India 2 139 in other offshore locations (**) out of which 207 for IACP 161 on Warner Bros projects 46 August 2010 © 2010 Capgemini. All rights reserved. 73. Quarterly revenue evolution(2005 – 2009) FY 2005 €6 954m FY 2006 €7 700m FY 2007 €8 703m FY 2008 €8 710m FY 2009 €8 371m in M€ Atcurrent rates and perimeter 48 August 2010 © 2010 Capgemini. All rights reserved. 74. Revenue evolution 1999 – 2009 BAS (NL), Empire (CZ), Vizuri (UK) Kanbay in M€ Ernst & YoungConsulting Transiciel Bexcel (Chine) = Group Acquisition 1999 : Investment in Cap Gemini N.V. increased from 56.4 to 93.9% 2000 : Following integration of 7 months of Ernst & Young Consulting 49 August 2010 © 2010 Capgemini. All rights reserved. 79. Capgemini share performance over five years 51 August 2010 © 2010 Capgemini. All rights reserved. Our brand name is “Capgemini”but the name of our share on the stock exchange is“Cap Gemini S.A.” ISINcode:FR0000125338 81. Our organizational structure Board of Directors Chairman: Serge Kampf The Board of Directors (Conseil d’Administration) is the collegial body representing all shareholders collectively. It determines the overall strategies for the Group’s business and oversees their implementation. Chief Executive Officer Paul Hermelin Group Executive Committee Group Management Board The Group Executive Committee (GEC) is the main management body of the Group. It Implements Group actions and strategies decided by the Board of directors, and monitors the Group performance. The Group Management Board (GMB) acts as a sounding board to enhance and support the Group strategic initiatives. 53 August 2010 © 2010 Capgemini. All rights reserved. 82. Board of Directors (As of May 2010) Serge KAMPF Chairman Phil LASKAWY Daniel BERNARD Yann DELABRIERE Jean-René FOURTOU Paul HERMELIN Michel JALABERT Laurence DORS Thierry de MONTBRIAL Ruud van OMMEREN Terry OZAN Bruno ROGER Bernard LIAUTAUD Pierre PRINGUET Non-voting members Board Secretary Statutory Auditors Philippe HENNEQUIN Jean-Luc DECORNOYKPMG Serge VILLEPELET ¨PwC Pierre HESSLER Geoff UNWIN 54 August 2010 © 2010 Capgemini. All rights reserved. 83. The GroupExecutive Committee (GEC) The Group Executive Committee is the main management body of the Group. It Implements Group actions and strategies decided by the Board of directors, and monitors the Group performance. Paul Hermelin Group CEO Philippe Grangeon Marketing &Communications Nicolas Dufourcq Deputy General Manager& Chief Financial Officer Alain Donzeaud General Secretary HenkBroeders Technology ServicesGlobal coordination Pierre-Yves Cros Consulting Services(Capgemini Consulting) Lanny Cohen Technology ServicesNorth America Cyril Garcia Strategy & Transformation Luc-François Salvador Local ProfessionalServices (Sogeti) Olivier Sevillia Technology ServicesFrance, Southern Europeand Latin America(Europe 3) Paul Spence Outsourcing Services Patrick Nicolet Technology ServicesNordic , Central and Eastern Europe(Europe 2) Salil Parekh Asia Pacific andTechnology ServicesFinancial Services Olivier Picard Sales & Alliances Christine Hodgson Technology ServicesUK, Netherlandsand Belgium (Europe 1) (As of July 2010) 55 August 2010 © 2010 Capgemini. All rights reserved. 84. The GroupManagement Board (GMB) The Group Management Boardacts as a sounding board to enhance and support the Group strategic initiatives. It contributes to the deliberations of the GEC on general matters submitted to it, and assists it in the implementation of the decisions. The Group Executive Committee + Peter Barbier Technology ServicesNetherlands Hervé Canneva Ethics & ComplianceDirector AimanEzzat Technology ServicesFinancial Services John Brahim Application Lifecycle ServicesGlobal Service Line Bertrand Barthelemy ManagedBusiness Service David Boulter Infostructure TransformationServices Global Service Line Paul Nannetti Business InformationManagement Global Service Line Lan O’Connor Transformation François Hucher Delivery, Methodologies& Support Baru Rao Capgemini India Ulrich Praedel Deputy Sales Director Andy Mulholland Technology Innovation Antonio Schnieder Country Board ChairmanCentral Europe Jeremy Roffe-Vidal Human Resources Isabelle Roux-Chenu International Legal affairs Perry Stoneman Smart Energy Solutions Global Service Line Hans van Waayenburg Testing ServicesGlobal Service Line (As of July 2010) 56 August 2010 © 2010 Capgemini. All rights reserved. 87. The second major transformation of the Group’s move to a simpler model built around Consulting, Technology and Outsourcing and Local Professional services.
